1 <h5>Introduction</h5> Comparisons between private (business) and public (government) sector effectiveness are commonly expressed in public forums, the media, by business and government leaders, and in day-to-day conversations. Such comparisons rely on assumptions that private and public organizations are so similar that the performance identified in one sector should be expected in the other. Usually it is the private sector that is deemed the more effective of the two. For example, the Clinton administration  initiated the National Performance Review ( NPR ). Its purpose was to bring the quality of public service up to the same level as that of the private sector. The underlying assumption of the NPR thrust is that government should be as effective as business. Yet, the two types of organizations may differ immensely.</P>2 <h5>Literature review</h5> Today's organizations are challenged to deliver quality to their customers. Managers need to create and sustain internal systems and controls to assure their customer focused strategies are being implemented. To this end, the literature abounds with contributions that address organizational excellence [2–5] , organizational configurations and effectiveness [6–8] , organizational commitment and performance [9–11] , team work and personal self leadership [12–15] , and quality improvement [16–18]
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